The document discusses improving key performance metrics for a debt collection team, including SIM score, cash collection, and call statistics. It provides data on current debt amounts and cash collection targets. It also outlines plans for the new team coach to provide training, conduct call monitoring, implement proactive calling initiatives, and use visual tools to motivate competition among agents. The coach's goals are to increase performance and reduce bad debt through focused coaching.

1. P O I N T 1 I M P R O V E T H E S I M S C O R E
P O I N T 2 I M P R O V E C A S H C O L L E C T I O N W I T H
P R O A C T I V E C A L L I N G
P O I N T 3 I M P R O V E L I F T A N D T A R I F F S T A T S
Customer Relations Household
Debt Collection Team Coach

2. Debt case study
 As part of my presentation I have listened to 18 calls from 2 separate agents. I have used
the call critique form to score the calls. Is there any part of the call that as a team coach I
could offer my experience to help improve the SIM Score or targets.
 I have also listened to 2 calls that were marked as a 1 on the rant and rave. This is to see if
there were any ways of improving the scores, therefore improving the advisors SIM
scores.
 As team coach I would work with the advisors to be more proactive. I would like to have
Call out days. Proactively contacting the customers that have promise to pays that are due
or lapsed, that have tallyman plans that have ended and not been in contact.
 The debt team are active in working on outstanding correspondence codes which is great
for driving down delays . But there time could be much better spent driving down
company debt.
 The company currently has £229,140,377 outstanding.
 House hold Debt total £70,343,230.
 Currently as a company we are on target for cash collection.
 As debt team coach I feel that I would have a duty of care to our customers to provide
them with the best payment options available.
 Asking questions on every call that comes through, or that we make. Are they eligible for
lift ,watersure & thames trust. Is it DD standing order payment card that the customer
needs, Can you make a payment today no matter how much it is? These are all things
that will drive down bad debt as well as increase cash collection.

3. Debt rant and rave improvement
 3331675- Mrs Newbolt advised that the account is going to
Harrington Brooks. Customer advised out of work. Not receiving
benefits. What is the new Salary for the new job? Could lift be
offered?
 What I found.
 If lift was applicable we could reduce 2015 bill by £94,11, the bill
would be £257,68. Monthly instalments would be £25,76.This is
£5,76 more than customer paying on monthly instalments at the
moment. The customer wanted the old account to be looked after by
Harrington Brooks only.
 I spoke with Katy Overhead as a SIM improvement idea would we
be able to treat the account similar to bankrupt account ? Close the
account & open as fresh account & reference the accounts together.
The customer would have been happier with this. As Harrington
Brooks will only clear old Debt. May even pay the extra money as we
have helped her get the account sorted as needed.

4. Debt rant and rave improvement
 4361101-Mr J Mcnally customer came through has received a text
message about non payment, The customer said you have my
number why didn’t you call me! We were unable to give the
customer an answer to this question. And then went on to tell the
customer that the payment plan has defaulted and the plan has been
canx. Three instalments have come in late. And then the customer
has caught up. Call then cut off whilst agent discussing what
happened tried to call back went to voice mail.
 What I Found If as a debt department we were more proactive with
the lapsing debt accounts this call may have been avoided, and the
customer wouldn’t have called us and given us a bad SIM score. We
would have been able to have a friendly conversation with the
customer and It may have been possible to get the customer to make
a payment over the phone or set a plan up for a more convenient
day and amount.

5. Proactive Calling Current Quarter
01/07/2015 09/09/2015
 Proactively calling our HH debt customers will help cash
collection, reduce Bad Debt for the company and
Improve our duty of care to the customer.
 By scheduling a 1 or 2 hours outbound session once or
twice a week on the quieter days such as Wednesday.
 For example: Calling domestic measured promise to pay
customers that haven't made payment. We currently
have 19 domestic measured (broken) total £2871,00.
 369 that have Expired total £113,968.
 Unmeasured promise to pay (broken) 7 £1342,00
Expired there are 233 £67,547.

6. Monthly Cash
Collection Targets
• Have a large image could be a jar,
cylinder or arrow. Let the team
choose get them involved .
• Divide into the monthly target
Septembers is £150.491.000 if
target is achieved for August.
Divide into four segments £26.565
per week.
• Maybe use coins with £1000 to
indicate how much has been
collected each week/day/month
this may get the team focussed and
competitive with each other.
Visual Incentives & Team Competition

7. Debt July 2015
Segment No. Of
customers
Value Ratio
Non household 10,956 £9,310,056 4.06%
Household 126,412 £70,343,230 30.70%
DCA 47,371 £42,090,135 18.37%
Arrangements 15770 £9,705,147 4.24%
Non-delinquent
accounts
1386,681 £97,691,809 42.63%
TOTAL 1587,190 £229,140,377 100.00%

8. W H A T D O I N E E D T O P R O V I D E ,
T I M E M A N A G E M E N T
H E A L T H A N D S A F E T Y
A C H I E V E M E N T C O A C H I N G
S I M D E V E L O P M E N T
HH Team Coach

9. What I Will Bring as Team Coach
Identify
areas of
expertise
Focus
employee
training and
support
Identify
areas of
potential
growth
Improve
performance
Reduce
customer
complaints
Increase
customer
satisfaction
Increase
productivity
Reduce bad
debt

10. My First Steps
 As a non Debt advisor I would like to Sit with all
members of the Debt team for 30 minutes listen to their
calls with them. Get feedback on what they would like to
improve, How they feel, What they would like as an
incentive.
 I would like for the advisors to listen in on my calls to see
if there is something that I do that they would like to
introduce into there calls.
 I would like to see what refresher training or extra
training they might want or need.
 And show that as a team coach I will endeavour to be
Firm, Flexible and Fair.

11. Time Management
Monday Tuesday Wednesday Thursday Friday
08:00-09:30 Attendance
Coaching
Attendance
Coaching
Attendance
Coaching
Attendance
Coaching
Attendance
Coaching
Health and
safety round up
09:30-10:30 Call Listening
Feedback
Coaching
CORRIE
CORRIE CORRIE
10:30-11:30 Coaching
Stats
STATS STATS
CALL OUT
DAY
STATS
CALL OUT
DAY
STATS
Lunch Cover
14:30- 15:30 1-2-1s 1-2-1s 1-2-1s
15:30-16:00 Call Backs Call backs Call backs Catch up with
the team issues
Clear Down
Carry over

12. Health and Safety
Agent August September October November December
AMBER
CAROLINE
CHRIS
JAZZ
JENNY
PAULA
SARAH
SHEILA
SHELLY
STEPH

13. Top performers
Jul-15
Performance Measures Cash Collection Activities
Total Inbound
& Outbound
Calls Handled
SIM
Score
Scheduled
Adherence
Call Quality
Assessment
Compliance
Y/N
Credit Card
Payments
Promise to Pay
Payments
Arrangements
Created
(exc p2p)
Standard Plan
Setup
Direct Debit
Sign-ups
(Tel Only)
LIFT
Sign-ups
DWP Sign-ups Safe Guard Emails
Mobile NumbersTaken vs.
QOS raised
Household Team
Bena Rajani
TARGET
4.60 97% 98% MUST PASS
25% 15% 25% 25% 10% 15% 10% 10% - 75%
Advisor
Effectiveness A % A % A % A % A % A % A % A % # MOB QOS % FTE *
Agent 1 43% 4.75 93.99%
Coming Soon
7 9% 2 2% 22 27% 0 0% 4 5% 0 0% 0 0% 0 0% 0 54 77 70% 82 0.38
Agent 2 62% 4.69 91.42% 33 13% 8 3% 59 23% 18 7% 12 5% 21 8% 8 3% 0 0% 3 122 179 68% 255 0.81
Agent 3 48% 4.80 91.62% 15 17% 3 3% 16 18% 1 1% 7 8% 1 1% 0 0% 0 0% 0 49 73 67% 90 0.20
Agent 4 51% 3.89 91.32% 93 15% 34 5% 130 20% 16 2% 21 3% 26 4% 4 1% 0 0% 22 378 531 71% 641 1.00
Agent 5 43% 4.33 - 40 10% 13 3% 71 17% 7 2% 32 8% 16 4% 2 0% 0 0% 1 149 274 54% 420 0.40
Agent 6 60% 4.58 94.73% 121 13% 22 2% 203 23% 81 9% 64 7% 37 4% 14 2% 0 0% 21 500 694 72% 899 1.00
Agent 7 57% 4.74 88.76% 28 8% 15 4% 102 30% 8 2% 18 5% 21 6% 3 1% 0 0% 9 262 356 74% 343 1.00
Agent 8 - - - - - - - - - - - - - - - - - - - - - - - - 1.00
Agent 9 54% 4.29 87.85% 22 11% 5 3% 31 16% 0 0% 21 11% 21 11% 5 3% 0 0% 0 98 180 54% 195 0.49
Agent 10 61% 4.00 87.47% 74 15% 20 4% 135 28% 0 0% 37 8% 19 4% 8 2% 0 0% 0 292 381 77% 480 0.49
Agent 11 - - 99.78% 0 0% 0 0% 44 0% 0 0% 0 0% 0 0% 66 0% 0 0% 0 - - - - 1.00
Agent 12 55% 83.51% 31 18% 7 4% 47 28% 0 0% 4 2% 3 2% 0 0% 0 0% 0 81 149 54% 168 0.41
Team Score 4.45 91.05% - - 464 13% 129 3% 860 23% 131 2% 220 6% 165 4% 110 1% 0 0% 56 1985 2894 69% 3573 8.18

14. Sim Development 4.60
Agent JULY AUG SEP OCT NOV
AGENT 1 4.75
AGENT 2 4.69
AGENT 3 4.80
AGENT 4 3.89
AGENT 5 4.33
AGENT 6 4.58
AGENT 7 4.74
AGENT 8
AGENT 9 4.29
AGENT 10 4.00
AGENT 11
AGENT 12

15. Adherence 97%
Agent JULY AUG SEP OCT NOV
AGENT 1 93.99
AGENT 2 91.42
AGENT 3 91.62
AGENT 4 91.32
AGENT 5
AGENT 6 94.73
AGENT 7 88.76
AGENT 8
AGENT 9 87.85
AGENT 10 87.47
AGENT 11 99.78
AGENT 12 83.51